Glass Cliffs, Golf, and Good Allies – What matters and what doesn’t

Tulika Sanghi, VP- Product Management, Publicis Sapient talks about everything that gets seldom talked about- the value of male allies, networks that go beyond playing Golf, fighting the imposter syndrome, handling burn-out, the strength of psychological safety, challenges like micro-aggressions, lack of sponsorship, mid-career drop-offs, along with the bias for masculine traits, and the dilemma of ‘likeability’.

Can women IT leaders tick both boxes — being competent and being likeable? Why or why not?

Absolutely — and I believe we must. The notion that competence and likeability are at odds for women is rooted in outdated, binary thinking. Today, leadership is about authenticity, emotional intelligence, and the ability to relate, not just command. Some of the most impactful leaders I’ve worked with blend subject-matter depth with a deeply human approach. I’ve found that being approachable doesn’t dilute my authority — it enhances it. People perform better when they feel seen and heard. Likeability doesn’t mean compromising on standards; it means leading with respect and understanding.

What has changed — or not changed — about women IT leaders in the last decade?

Over the past decade, we’ve seen a perceptible shift in the visibility and voice of women IT leaders. Boardrooms are finally engaging in conversations about gender parity, women-led startups are gaining traction, and platforms are emerging to celebrate female leadership in tech. That said, the deeper structural challenges remain.

Women are still underrepresented in core engineering and product roles, and unconscious biases continue to equate effective leadership with traditionally ‘masculine’ traits. So while the path has certainly become more visible, it isn’t level yet. We’ve opened more doors, but the journey through them still requires navigating a complex terrain.

Do women leaders face C-suite or boardroom access issues because they are women — such as not participating in activities like golf or smoke-breaks as easily as men do?

Yes — these informal networks, while often unintentional, can have real consequences. Leadership access isn’t always just about capability — it’s also about visibility. And when key decisions or alliances are forged outside of formal spaces, women can be left out simply because the traditions weren’t designed with them in mind.

Thankfully, we’re now seeing a shift. More women are building their own support ecosystems, peer communities, and mentoring circles. It’s not about replicating the old models — it’s about redefining executive camaraderie to be more inclusive and accessible.

What has been your biggest strength — as a woman — in the roles you have held in your career so far?

Empathy and resilience have been my greatest strengths — not just as a woman, but as a leader. In high-pressure environments where delivery timelines are non-negotiable and cross-functional collaboration is key, empathy helps build trust and psychological safety. Resilience, on the other hand, has allowed me to bounce back from career breaks and life’s curveballs.

I’ve taken three significant sabbaticals over my career to focus on family, and each time, returned to even more significant roles within my organisation. Currently, I lead the core AI delivery at Publicis Sapient, spearheading the development of a cutting-edge platform aimed at leveraging AI/ML technologies to create substantial impacts for both the organisation and its customers across diverse industries such as financial services, automotive, CPG, and pharmaceuticals.

How crucial are male allies for women IT leaders?

Male allies are absolutely invaluable. Systemic change doesn’t happen in isolation. Male allies — especially those in positions of influence — can make a huge difference by being intentional about inclusion. Whether it’s amplifying a woman’s idea in a meeting, nominating her for a challenging project, or advocating for her in succession planning discussions, allyship must be active.

Some of the most meaningful support I’ve received has come from male mentors who challenged the status quo and backed me, especially during difficult periods. We need more men who believe in equity and practice it every day.

What do you wish you had when you started your career — that you now see available to Gen Z and Gen Alpha women?

When I look back, I wish I had access to role models who looked like me — women who navigated ambition and caregiving with authenticity and confidence. I longed for honest conversations about balancing career aspirations and personal responsibilities without guilt. Clear and transparent career maps would have made a world of difference, as would access to mental health resources. At the time, burnout and impostor syndrome were rarely acknowledged, let alone discussed openly.

Today, women have access to mentors, supportive communities, and a growing narrative around flexibility, equity, and inclusion. Gen Z and Gen Alpha women, in particular, are more vocal, better connected, and unapologetically demanding of what they rightfully deserve — and I find that incredibly inspiring. They’re not waiting for change; they’re actively shaping it.

How do you interpret the progress on DEI at the C-suite level when you look around?

There’s visible progress, but it’s uneven and often surface-level. The presence of women in C-suite roles is rising — that’s encouraging. But metrics alone don’t capture the whole picture. Microaggressions, lack of sponsorship, and mid-career drop-offs are still too common.

For DEI to be sustainable, it must be embedded into everyday practices — how we hire, promote, reward, and mentor. At Publicis Sapient, we’ve moved from DEI being a standalone agenda to being an integrated lens through which we evaluate talent and growth. That’s the kind of shift I’d like to see more widely adopted across the industry.

Do you still see glass ceilings or glass cliffs in the industry?

I see both in the industry. While the glass ceiling is cracking in many places, it hasn’t disappeared. And glass cliffs are all too real — women are often handed leadership roles during times of organisational turbulence, setting them up for disproportionate scrutiny and pressure. I’ve seen it happen too often — women given a seat at the table, but not the full support that comes with it. To move forward, we need not just representation but equity — that means enabling women to thrive, not just survive, in senior roles.

In your view, what has gone right in the past few years to accelerate women’s representation and experience in leadership roles?

We’ve finally moved from asking why gender equity matters to asking how we make it real. This shift in mindset has led to tangible outcomes — be it transparent promotion policies, leadership development programs for women, or inclusive parental leave.

At Publicis Sapient, I’ve seen the benefits of inclusive programs such as SPRING that empower women at various career stages to transition back into the workforce. I’ve also experienced the power of community — internal forums where women leaders share stories, learn from each other, and push each other forward. 

There’s also growing accountability, with organisations tying DEI goals to leadership KPIs. Most importantly, women aren’t just occupying seats anymore — they’re influencing agendas, shaping strategy, and mentoring the next generation.